Sustainability | Human Resources Development - MITSUI & CO., LTD.


Corporate Governance & Human Resources

Human Resources Development

View on Human Resources Development

From their initial stages, employee training programs at the Mitsui & Co. global group were designed to foster human resources that are capable of global group management.
Throughout its long tradition, Mitsui & Co. has always focused on human resources. Our approach to human resources development is represented in the company's saying, "The individual builds the business, and the business cultivates the individual." As the words signify, the company's priority mission is to develop talented human resources by encouraging each individual to create business. Indeed, it would be no exaggeration to say that this is the company's ultimate raison d'etre. For this reason, we regard on-the-job training (OJT) as the cornerstone of human resources development. We also implement comprehensive off-the-job-training programs in various forms to support and supplement human resources development through OJT.
Also, we have career counseling educational programs for universities and graduate students, including internship programs, "Challenge & Innovation" seminars, and round-table discussion meetings with our employees to learn and develop their career views and deepen their understanding of Mitsui's business.

Human Resources Development Programs

Grade-Based Training and Business Skills Trainings

To achieve the goal of fostering human resources capable of global group management, we have built a wide variety of human resources development programs for every grade of employees, from new employees to management-level employees. While we have set grade-based training programs, mainly to enable employees to learn Mitsui's business mindset and leadership, we have also provided business skills training programs as well as professional training programs with the aim of enhancing our employees' knowledge and capabilities in various fields. An introduction to each training program can be found on the company's intranet, along with an explanation and overview of our human resources training policies, and we encourage our self-motivated employees to participate in these programs.

Human Resources Development Programs (FY18/3)

Human Resources Development Program (abridged edition)

Human Resources Development Programs (FY18/3)

Global Training Programs

The Mitsui & Co. global group have numerous global training programs that are designed to enable employees to manage business on a global basis. Programs include Business School Dispatch (BSD), Foreign Language & Business Culture Trainee course (FLBCT), and Overseas Trainee Dispatch (OTD). We also dispatch middle management-level employees to MIT Sloan Fellows Program and Harvard Business School Global Management Academy (GMA).
GMA is the program aimed at training next generation of leaders with the capacity for global management and has been held in partnership with Harvard Business School. The scope of the participants in this program are headquarter hired staff (HS) members, non-headquarter hired staff (NS) members, and employees of Mitsui's overseas group companies and business partners. For management-level employees, we send them to Executive Education (EE), which is a short-term MBA programs conducted at first-class business schools in Europe and the US.

Number of employees dispatched in Global Training Program (2017)

Number of employees dispatched in Global Training Program (2017)

Human Resources Training Programs and the Number of Participants/Dispatched Employees

Please scroll horizontally to look at table below.

Category Training Programs Outline Number of participants FY18/3
Grade-based training programs Management Training Program, New Line Manager Program, Leadership Program, Administrative Staff Training, Female Business Staff Program, New Hire Induction Training, Mid-career Hire Induction Training The aim of the programs are to foster human resources capable of global group management. Participants acquire the knowledge including our management philosophy, business skills, and business mindset. 2,691
Bussan Academy Program Marketing, Management Strategy, Finance, Logical Thinking, Mindset, Communication, Philosophy, History, Liberal Arts Professional training programs with the aim of increasing participants' specialist knowledge in various fields. 2,520
Objective-based Programs for senior employees Career Design Program, Retirement Life Plan Program Training programs for senior employees, which are designed to support them in autonomously devising the direction of their career and to adapt to the change of environment and their roles. 400
Grade or Objective-based Training Programs Project Manager Development Program, Inter-industry Exchange Training Programs, MOC (Mitsui Open College) A variety of training programs, including Inter-industry exchange Training (which aims to promote understanding of different corporate cultures and build human networks). 1,584
Global Training Programs Foreign Language & Business Culture Trainee course, Business School Dispatch, Overseas Trainee Dispatch, GMA, EE Program participants are sent overseas and are surrounded by talented people from around the world, with the aim of developing the mindset and skills needed to become next-generation leaders in global group management. 181

Development of Human Resources Capable of Global Group Management

We also focus on the development of human resources capable of taking responsibility for global group management, which is a key pillar of Mitsui's consolidated management.
In order to support human resources development at each group company, and the building of human networks, group employees in Japan are given grade-based training, through such courses as our General Manager Training Program, Department Manager Training Program, and New Hire Induction Training Program, in addition to the optional training programs including the "Bussan Academy" program.

Since 2002, we have offered employees of our overseas trading subsidiaries a well-developed program of both short-term and medium to long-term training at the Mitsui Headquarters. Short-term programs include JTP (Japan Trainee Program), GMP (Global Managers Program), and GLP (Global Leaders Program), which are offered as milestone training in three stages: the first few years after joining the company; prior to appointment as a general manager; and after appointment as a general manager. Medium to long-term programs are held for a period of one to three years, and include LBP (Japan Language and Business Program), which provides Japanese language lessons and practical business training, and BIP (Business Integration Program), which provides practical business training.

Development of Human Resources Capable of Global Group Management

Training and Promotion of Non-Headquarter Hired Staff(NS)


Mitsui and its group companies encourage employees to take on new challenges and to work hard with high motivation and enthusiasm, by supporting them also from the perspective of personnel appraisals. The objectives of conducting the appraisal process are not limited to enhancing employee understanding of Mitsui's management philosophy and motivating employees to meet management objectives, or to provide input for fixing compensation or assigning new positions, but also to promote talent development through the appraisal process. Appraisal meetings are held periodically between employees and their managers, and employees receive comprehensive feedback on their performance and specific contributions. These meetings create an effective framework for human resources/personal ability development.

The appraisal system for headquarter-hired employees consists of 3 types of appraisal criteria: "Individual Competency Appraisal", "Contribution Appraisal", and "Organization Performance Evaluation". For the "Individual Competency Appraisal", an appraiser makes comparative assessment on the competency of an employee with regard to other employees in the same appraisal group, and it is used for and reflected in decisions regarding employee promotion, job assignments, salary, and so on, in accordance with the cumulative points in the employee's individual competency appraisals over the most recent 3 years. Having cumulative points from appraisals for 3 years, rather than a single-year appraisal result, avoids a one-time effect and allows appropriate appraisals as to how an employee has been developing during the 3-year period, and for considering promotions.For the "Contribution Appraisal", setting out appropriate targets is the premise for a fair appraisal. Superiors and subordinates must engage in in-depth discussions in order to share a common understanding of the established targets so that the targets will be challenging and acceptable to both parties. For the "Contribution Appraisal", an appraiser assesses the value added to, and the degree of contribution made to, the company by an employee, as well as the degree to which the employee has taken on challenges to achieve a target. The purpose of the "Organizational Performance Evaluation" is to examine the degree of attainment and the progress made by individual business units on their respective business plans. The results of the Contribution Appraisal and the Organizational Performance Evaluation are reflected in the bonus.

One Trainee's Story

During my business trip to MauritaniaDuring my business trip to Mauritania

Overseas Language Trainee (France, French)
Zhang Di

In my first four years with Mitsui, I was responsible for Asian business in the Chemicals Business Unit. I made business trips frequently and learned first-hand the importance of the business frontline. While I enjoyed my work very much, I applied to study French as a Foreign Language & Business Culture trainee because I wanted to take up the challenge of a completely new field. I spent the first year of the program immersed in studies of the French language and culture at a language institute and graduate school in France. I handled all of the arrangements for my program by myself, including visas, accommodation, and school enrollment. In retrospect, I realize that this was my first experience of negotiating with local people, which actually was my first step on the ladder to becoming a language specialist and regional specialist. In my second year, I undertook on-the-job training and was charged with handling Francophone Africa business at the Paris Branch of Mitsui & Co. Europe. I worked on an iron ore project in Mauritania, where iron ore is a core industry contributing one-quarter of GDP. When I went to Mauritania, I saw mountains of iron ore piled up at the port, and I saw people who took pride in their work because of the contribution that they were making to their country. Those experiences incited in me a strong desire and sense of mission to contribute to prosperity in Mauritania through my work. I will never forget the experience of spending six hours negotiating an agreement with the partner company for this project. Through day-to-day tenacious dialogue with the partner company, we steadily overcome each issue and deepened our mutual understanding. I believe that the secret of our success in concluding the agreement was that, through that tireless process, both parties came to desire to build a long-term partnership. Through this overseas language training program, I experienced for myself the importance of accepting the culture and values of other people and committing yourself boldly to frank and open dialogue. It was excellent opportunity for growth as an individual and as a business person.